CFO Interim Services
PBO-OBS provides a range of specialised senior level interim CFO and financial advisory services aimed at enhancing the financial readiness, governance and resilience of selected projects prior to, during and throughout the funding process.
These services are designed to complement capital raising activities by strengthening financial documentation, improving project bankability and increasing credibility with investors, lenders, boards and other key stakeholders.
In practice, PBO-OBS helps project sponsors anticipate, address and resolve the financial challenges that emerge when ambitious development plans meet the rigorous requirements of capital providers, preferably well before they become barriers to funding or execution.
Morten Jøhnk
PBO-OBS Global Group
CFO
Morten initially obtained a bachelor’s degree in Economics and Business Administration at Copenhagen Business School, followed by a master’s degree in Accounting and Business Management.
He has managed SMEs for the last 20 years and has been especially successful in his work with bridging markets, strategy, IT and Finance in both a Danish and International context. He is used to working internationally and has lived and worked in Germany.
Through his work as a CFO, Morten has also extensive experience with risk management and the optimization and digitalization of processes.
Throughout his career, Morten has drawn on the knowledge and experience he has gathered from being an elite sportsman for more than 20 years, specifically related to the creation of a corporate culture that creates results. He can step into situations where strategy must be executed, structures strengthened and momentum accelerated.
The CFO
PBO-OBS Global Group "goes the extra mile" and has financing or funding solutions for any revenue-positive project.
Every business is different and has unique financial requirements. We explore a wide range or combinations of finance options that best meet your particular needs.
We work closely with Private Investors, Private Capital and Venture Capital Groups interested in partnering and acquiring Equity positions in profitable projects or companies.
We provide access to Project Funding, Corporate Loans, Equity or Venture Capital Investment as well as other forms of non-traditional capital such as Convertible Debt, Working Capital, Funds for Mergers & Acquisitions, Stock Loans, Private and Business Loans and others.
Why are we different?
About Us
Mariano Anthony Davies Ph.D.
PBO-OBS Global Group
Co-Founder & President
Mariano Anthony Davies is the President and CEO of OBS-Oxford Business Services (HQ in Copenhagen, Denmark). He has a British university education (London and Oxford) and has worked internationally for more than 35 years. He was a Partner at KPMG for 10 years working on global projects and also at an executive level for British Chambers of Commerce for nearly 35 years.
Mariano was the Founding Chairman of the British Chamber of Commerce in Denmark, its President & CEO for a number of years and was also a member of the British Chambers of Europe Executive Management Board. In 2019 he was elected Chairman of the British Chamber of Commerce in Kosovo and he now uses his experience and network to establish funding for the business community.
Offer Dischon
PBO-OBS Global Group
Co-Founder & CEO
Offer Dischon is an accomplished serial entrepreneur with a remarkable career spanning diverse industries. As founder and CEO of PBO-International & Co-founder of PBO-OBS Global Group, he has extensive expertise in international business and commercial strategy. He is a sought-after advisor recognized for his ability to deliver optimal commercial results.
With a robust network of influential contacts, Offer has become a prominent figure in the finance and funding market, leveraging his strong connections with private investors, private funds, financial groups and venture capital groups to secure suitable funding for investment projects. His exceptional human relations and linguistic abilities, being fluent in six languages, further complement his international business experience, which, enables him to foster collaborative relationships with entrepreneurs worldwide.
The Executive Team
Two Possible Formats:
A. Project Maturity Sprint
A short and focused programme, typically 6–8 weeks.
Suitable for projects that are relatively close to being ready, but need financial structure, clarification and documentation before being presented to funders or investors.
B. Project Maturity Partnership
A longer-term maturity process, potentially 12–24 months.
Suitable for early-stage, complex or large-scale projects where financial maturity must be built over time before the project is ready for funding.
Typical Content
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Review of current business case and financial assumptions.
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Assessment of funding readiness.
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Identification of key financial gaps and risks.
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Development or improvement of budget, forecast and cash flow.
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Clarification of capital need and funding logic.
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Review of use of funds.
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Establishment of basic financial governance.
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Preparation of management and board-level reporting.
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Support in building a credible financial roadmap towards funding.
Value for the Client
The client receives a clear and practical roadmap for becoming funding-ready.
Instead of receiving a simple “not ready”, the client gets a structured view of what needs to be improved and how to move forward and develop a more promising project that may otherwise be rejected too early.
2. Financial Leadership Support
Financial Leadership Support is aimed at projects and companies where bookkeeping and external accounting may already be in place, but where there is no financial leadership layer between the bookkeeper, auditor, management, board and potential funders.
This is a common issue in founder-led businesses, project companies and developing ventures. The numbers may exist, but they are not yet translated into management insight, forward-looking financial planning or decision support.
Typical Content
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Monthly financial overview and management reporting.
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Budget and forecast preparation.
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Cash flow forecasting and liquidity overview.
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Analysis of financial performance and deviations.
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KPI structure and follow-up.
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Preparation of financial input for board meetings.
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Coordination with bookkeeper and auditor.
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Support in answering financial questions from owners, board or funders.
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Establishment of basic financial processes and routines.
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Translation of accounting data into actionable management insight.
Value for the Client
The client receives a stronger financial overview and better decision support without necessarily hiring a full-time CFO.
This also helps management to develop better financial discipline, clearer reporting and more reliable information. Consequently, the board is then able to make better decisions and improve the project’s credibility. Ultimately, this reduces friction in the funding process and makes it easier to assess and present the project professionally.
3. External Project CFO
External Project CFO is a more involved role for projects that require ongoing CFO-level support, but where a full-time CFO is either not available or not yet justified.
This service is relevant for larger or more complex projects where financial leadership, funding preparation, governance and stakeholder communication are central to progress.
Typical Content
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Acting as external CFO for the project.
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Financial planning and forecasting.
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Cash flow and working capital management.
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Funding preparation and financial documentation.
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Capital structure considerations.
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Support in investor, lender and board communication.
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Review and improvement of financial model.
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Risk assessment and scenario planning.
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Financial governance and reporting routines.
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Ongoing sparring with project owners, management and board.
Value for the Client
The client gains access to experienced CFO expertise without the need to make a permanent senior appointment.
This strengthens the project's financial management and helps ensure that financial decisions are made with appropriate structure, rigour and experience. It is particularly valuable where financial complexity or a lack of internal financial leadership could otherwise undermine the funding process.
It also enhances the quality, credibility and investor readiness of the information and documentation presented to potential funders and investors.
4. Project Recovery Review
Project Recovery Review is designed for projects that have entered a funding process or development process but are beginning to lose momentum.
The issue may be financial, organisational, documentation-related or linked to investor confidence. The objective is to identify whether the project can be brought back on track - and if so, what needs to happen.
Value for the Client
The client receives a structured and honest assessment of what is wrong and what can be done, ensuring that troubled projects are identified and addressed professionally at an early stage.
In some cases, this may help save the project. In others, it may help avoid further costs and unnecessary effort being invested in a project that is no longer viable.
Typical Triggers
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The funding process has stalled.
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Investors or lenders have lost confidence.
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Financial assumptions are being challenged.
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Documentation is incomplete or inconsistent.
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The budget or timeline has changed materially.
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Project milestones are not being met.
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The project team cannot answer key financial questions clearly.
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Cash flow, capital need or use of funds is unclear.
Typical Content
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Rapid review of current project status.
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Identification of financial and operational bottlenecks.
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Assessment of revised funding need.
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Review of cash flow, budget and assumptions.
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Clarification of what has changed and why.
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Recovery plan with prioritised actions.
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Support in rebuilding credibility with stakeholders.
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Recommendation on whether to continue, restructure, pause or stop the process.
5. Supporting Modules
The following services may be included as part of the main services above, depending on the needs of the specific project.
Capital Need & Funding Logic
Clarifies how much capital is required, when it is required, what it will be used for, and how the funding should support the development of the project.
Typical Content
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Use of funds
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Capital phasing
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Minimum and optimal funding need
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Buffer requirements
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Funding milestones
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Consequences of delayed or reduced funding
Value for the Client
This is often highly relevant, but may be best positioned as part of a broader maturity or CFO support service.
CFO Services
For further information, please contact us at:
mad@oxford-business.com - Mariano Anthony Davies
morten@joehnk.dk - Morten Jøhnk
1. Project Maturity Programme
The Project Maturity Programme is designed for projects that have commercial potential but are not yet sufficiently mature for a serious funding process.
This may include projects with an interesting concept, strong market potential or experienced sponsors, but where the financial structure, documentation, governance or business case still needs further development.